Service quality and safety is the eternal theme of hospital development, and to improve service quality and to meet the challenges of patient safety requires the participation of everyone and the gratuitous contribution of everyone. In order to further improve the hospital's ability to fine-tune management, establish a good hospital image, create a neat and orderly work, diagnosis and treatment environment, comprehensively improve the quality of staff, improve the quality of hospital services, to protect the safety of patients, and comprehensively promote the scientific management of the hospital management, standardization, standardization, refinement of the process, and to enhance the implementation of the staff, March 29- March 30, our hospital 6S management office deputy director XinWeiFeng organization medical department, nursing department, outpatient department, logistics department, general affairs department, hospital sensory department and other key departments of 6S supervisory group members, on the two hospital district outpatient window units and clinical departments of the staff dress code, hanging on the post, service attitude, doctor-patient communication and service environment, object positioning management, etc. to carry out on-site supervision and inspection, and focus on the two hospitals, the outpatient window units and clinical departments of the staff dress code, hanging on the post, service attitude, doctor-patient communication and service environment, object positioning management. On-site supervision and inspection, and focus on the signage and labeling on-site inspection, the problems found during the inspection were immediately rectified, and the improvement of the implementation of the problems found in the last inspection was tracked and inspected. 

Our hospital service management is led by party building, based on cultural construction, 6S lean management, and oriented to the patient's medical experience. Actively create a neater, more comfortable and safer medical environment for patients, and comprehensively promote the hospital environment, service, quality and safety to a new level, since August 2016, our hospital has been piloting 6S Lean Management in Huamei Hospital District, and gradually and comprehensively carried out in January 2017 in the two hospital districts. In the past five years, 6S lean management has played a positive role in promoting the smooth passage of activities such as the accreditation of tertiary hospitals, the accreditation of national chest pain center and advanced stroke center construction, as well as the creation of provincial spiritual civilization units, which has been praised by accreditation experts and leaders who visit the hospital for exchanges and has become one of the highlights in the accreditation of the tertiary hospitals!
    6S management work involves every department of the hospital, each employee, but also involves all levels of work in the hospital, each link, with the whole hospital cadres and staff to work together and actively participate. According to the hospital service management training program, through the training of middle-level cadres and departmental training, pre-service training for new employees and internship training, so that the staff in-depth understanding of the concept of 6S management and the origin of the development of 6S management, 6S management, “organization, reorganization, cleanliness, standardization, literacy, safety,” the management of the connotation of the 6S management, 6S management implementation of the essentials, 6S management strategies, and how to implement the strategy, etc., as well as how to 6S management. Management implementation strategy, and how to plan, step by step, step by step, 6S management in all areas of work in all aspects of the implementation of the specific approach; and in the administrative logistics, outpatient medical technology and clinical departments to launch a number of “6S lean management first batch of promotional departments”, to give full play to play an exemplary role in the lead, a good example, to drive all departments every employee to take action, to lead all departments every employee to take action, and to promote the development and development of the concept and origin of 6S management. Drive all departments and every employee to take action, participate in, to ensure that the 6S management of the work in practice; through the work area uniformly posted 6S management publicity, work area computer desktop uniformly set “6S management desktop” and other measures, and constantly materialize the staff of the 6S lean management innovation model thinking, so that employees realize that 6S management is not just a slogan, but also a set of rules and regulations. Not only a slogan, but also a set of effective organizational management methods, lean management thinking combined with visual management, standardized operations, efficient communication and rapid training and other tools can help us to respond to unexpected crises with less resource consumption. Each employee is the manager of the work site, to start from the little things, start from the small things, the items are classified and placed, unified marking, standardized management, abide by the rules to do things, keep it at all times, and develop the habit, which fully demonstrates the essence and charm of 6S management.

  Quality medical services without end, 6S management has been on the road! 6S management as a kind of lean management, but also standardization and normalization of management, to carry out 6S management of special activities, is the scientific management of hospitals, fine management of important initiatives. The development of behavioral norms requires persistence, and the principles of efficiency, continuity and wholeness must be followed in the implementation process. Our hospital 6S supervisory team members go to the clinical front line and window departments every week to provide on-site service guidance, monthly supervision and inspection from time to time, the problems found in the inspection feedback department head immediately / deadline rectification, and the implementation of the improvement of tracking and inspection, reflecting the continuous improvement, the results of the inspection is included in the department's monthly performance appraisal. Through continuous in-depth study and implementation of the implementation of a comprehensive understanding of the essence of 6S management lies in the whole person, the whole process, the whole efficiency, the hospital's various management work to the depths of the hospital, enriching the hospital's cultural connotations, give full play to the centuries-old tertiary hospital humanistic characteristics, better enhance the hospital's health care service quality and safety, and to provide patients with a more efficient, convenient, high-quality, safe service.

                       

 (Text: Xin Weifeng, Photos: Zhang Minghui, Zhou Tong)